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In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM, what are its key features and how does it differ from traditio

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

nal human resource management?

SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business va

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

lues where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.

Definition of SHRM

Strategic human resource management can be defined as the linking

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a s

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

trategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

How SHRM differs from HRM

In the last two decades ther

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the s

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

trategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamouring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations mo

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

els. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and ofte

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

n globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible. ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a
g>

Key Features of Strategic Human Resource Management

The key features of SHRM are

There is an explicit linkage between HR policy and practices and overall organisational strategic aims and the organisational environment
There is som
dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

organising schema linking individual HR interventions so that they are mutually supportive
Much of the responsibility for the management of human resources is devolved down the line

Trends in Strategic Human Resource Management
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

trong>

Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

ecipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st c

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

entury:

Internationalisation of market integration.
Increased competition, which may not be local or even national through free market ideology
Rapid technological change.
New concepts of line and general management.<

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

li>

Constantly changing ownership and resultant corporate climates.

Cross-cultural issues

The economic gravity shifting from 'developed' to 'developing' countries

References

Armstrong, M (ed.) 1

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

92a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page

Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press

Boxall, P (1992) ‘Strategic Human Resou

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

ce Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.

Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley

Mintzberg, H

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.

Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journal of Human Resource Management, Vol.5 No.3

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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